Handbook of New Product Development Management
Managing new product development is a key area of management, straddling strategy, innovation and entrepreneurship and macro-organizational behaviour.
All of the contributorsin the Handbook of New Product Developmentare are well-known and leading exponents to theory of New Product Development and to methods used in practice. They draw upon their experience and work to offer a comprehensive view of the challenges in managing the development of new products. Existing knowledge in the different topics is examined and the key management challenges, and the important gaps in our knowledge are discussed. Most of the chapters draw upon systematic interaction with companies and practice and this is presented in the examples and the case studies cited.
The Handbook of New Product Development and Management surveys this area in the context of an overall framework that explains how aspects interact and combine in a successful NPD process. Each chapter outlines open questions and highlights needs for future research.
*A comprehensive view of the challenges in managing the development of new products from well-known and leading contributors in the field
* The first handbook to fill the gap for a high-level handbook which is valuable to both the academic/practitioner
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An evolutionary framework
2 Technology strategy
3 Competitive positioning through new product development
4 Economic models of product family design and development
An evolutionary integration
6 Resource allocation and new product development portfolio management
7 Organization design for new product development
8 Product development performance measurement
12 Coordination and information exchange
13 Who do I listen to? The role of the customer in product evolution
Prototyping and testing
16 Users experts and institutions in design
17 Project risk management in new product development
Design for service and support
19 New service development
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activities analysis approach architecture attributes chapter Clark communication companies compete competitive complex components conjoint analysis consumers context coordination cost create creativity cross-functional teams cycle DaimlerChrysler decision decision tree defined dynamic effect engineering Eppinger evolutionary example firm firm’s focus framework fringe users function Harvard Business Review Harvard Business School identify impact important individual industry inﬂuence INSEAD interactions Japanese Journal keiretsu Krishnan learning literature Loch Management Science manufacturing metrics modularity module NPD portfolio NPD process NPD team Operations Research optimal options organization organizational outsourcing performance dimensions performance measurement planning platform potential primary performance problem product architecture product design product development Product Innovation product line prototypes relationship requirements result Review risk selection specifications structure supplier management supplier model systems integrator tasks technical technology strategy Terwiesch testing theory Thomke trade-offs Ulrich uncertainty variables von Hippel